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PMI Agile Certified Practitioner (PMI-ACP中文版) Sample Questions:

1. 所有阻礙因素都是由某些障礙引起的，但並非所有障礙都是阻礙因素。哪兩種情況應該被視為阻礙因素？ （選兩項。）

A) 測試環境中的效能問題，導致程式碼實施延遲 2 天。
B) 由於頻繁的上下文切換，每天 15 分鐘的接觸點甚至會持續一個小時/天，從而減少了團隊完成演示活動的時間。
C) 開發團隊需要在前一周緊急設定所有測試資料；然而，由於系統故障，這些資料直到演示之前都無法使用。
D) 離岸測試團隊在最後一刻被從一項備受矚目的計劃中抽調出來，並且直到指派新的測試團隊後才能恢復測試。
E) 團隊已開始迭代工作，但需求工件正在接受產品擁有者的審查。
F) 開發人員無法在迭代中完成他們的任務，因為高階管理層不斷地將他們拉入生產事件分析中。

2. 在待辦事項細化過程中，團隊使用線上規劃撲克工具進行估算。初級開發人員在看到開發人員提供的估價後，就會修改自己的故事點數。初級開發人員表示，這樣做的原因是他們經驗不足，不想因為估算錯誤而受到指責。
Scrum Master 該做什麼？

A) 建議只考慮資深開發人員的估計，並讓初級開發人員向他們學習。
B) 請開發人員保留他們的估計，以便團隊可以透明地了解他們對工作的理解程度。
C) 同意團隊保留他們的估計，因為故事點的最終數量將是所有團隊成員的平均值。
D) 鼓勵團隊保持他們的估計，因為這將有助於發現其他人可能錯過的不同約束和假設。

3.
一家食品公司希望透過實施採購訂單 (PO) 功能，從部分客戶中增加企業對企業 (B2B) 收入。為此，敏捷專案團隊正在探索 PO 整合方案(請參閱附錄 A 中的第 3 項)，同時產品增量 (PI) 規劃流程也在進行中。
專案團隊接下來該做什麼？

A) 使用敏捷估算技術，如規劃撲克或相對規模法進行協作評估。
B) 參考類似專案的過往業績和歷史數據，以識別潛在的風險和挑戰。
C) 將功能分解為較小的任務或使用者故事，以便更好地評估和增量交付。
D) 分析當前系統需求和依賴關係，包括整合層級和監管合規性。

4. 客戶向專案團隊提供了他們的要求和截止日期。這些要求令人困惑，團隊感到很沮喪。
團隊的僕人式領導者該做什麼？

A) 要求團隊根據需求開發使用者故事並建立可交付成果。
B) 請團隊從類似專案中為該客戶尋找使用者故事。
C) 請團隊重申要求並與客戶一起檢討。
D) 試著透過講述過去的成功例子來激勵團隊。

5. 新的利害關係人正在加入專案團隊，敏捷教練將向他們講解他們的角色和職責。
利害關係人應如何確保透過產品交付實現其目標？

A) 寫出使用者故事的驗收標準。
B) 定義如何實作這些功能。
C) 為已完成的使用者故事提供回饋。
D) 告訴團隊哪些功能需要包含在待辦事項中。

Solutions: